This month ASIAL will host the 18th
annual Australian Security Industry
Awards for Excellence in Melbourne. I
am pleased to advise that the quality
and number of nominations received
continue to grow each year, which
reflects their increasing value and
recognition the awards provide. An
important element in the success of
the awards was the establishment
several years ago of an independent
judging panel. I would like to
acknowledge the time and effort
provided by our expert judging panel
that included Dr Roger Lough AM,
Damian McMeakin, Maralyn Bengert,
Jennifer McCauley and Allan Ross.
As an industry, we continually speak
about the licensing difficulties
experienced by Security Firms and
individual licence holders across state
borders and the need for a
commonsense national approach.
Unfortunately, cross border issues are
not confined to licensing issues alone.
Engaging State/Territory Police
Forces also poses challenges for alarm
monitoring operators, with each
jurisdiction using their own response
procedures and definitions.
Understandably each of these has
been prepared with the aim of reducing
the incidence of unwanted alarms
presented to the Police for actioning.
The cost of attending unwanted alarms
for police is substantial (both in terms
of the risk posed to police personnel
and the financial cost). It is
understandable that some within police
circles may look upon our Industry and
customers as using them to provide a
free service.
Over the past five years ASIAL has
worked with police to effect a
meaningful reduction in the number
unwanted alarm activations. Whilst the
results have been impressive, there is
always more than can be achieved.
ASIAL is now championing the

6 //SECURITY INSIDER MAY 2013

development of a national alarm
response protocol.The goal is to
develop a consistent national alarm
response procedure covering all police
jurisdictions to eliminate confusion and
reduce the incidence of unwanted
alarms. ASIAL has been invited to
provide a follow up presentation on the
development of the protocol to the
National Emergency Communications
Working Group when it next meets. We
are confident that through robust and
open discussion between emergency
service operators and the industry, we
will arrive at an outcome that is to the
benefit of all.
As previously advised, ASIAL has for
many months sought clarification from
the NSW Government on the intent of
the new Regulations that came into
effect on 1 November 2012. In midMarch, due to the lack of any
explanatory information being provided
to the industry by the NSW
Government, the Association prepared
a series of information bulletins to
assist members in navigating their way
through the new compliance
obligations. Copies of the Bulletins can
be found in the Members area of the
ASIAL web site.
Finally, the Security 2013 Exhibition
& Conference will be held on the 2426th July at the Sydney Convention &
Exhibition Centre.This year’s
conference program features a raft of
local and international security experts,
among them Don Randall, Head of
Security at the Bank of England. Don
has been a strong advocate for
public/private partnerships and is a key
driver of the highly successful Project
Griffin initiative to protect the UK’s
cities and communities from the threat
of terrorism.
I look forward to seeing many of you
at Security 2013.

The program of speakers for the Security 2013
Conference has been finalised. Among those who
will present at this yearâ&#x20AC;&#x2122;s event include Don Randall,
Head of Security, Bank of England, Bruce Blythe,
Chairman, Crisis Management International and
Steve Ronson, Executive Director, Fair Work
Ombudsman.
To view the full conference program or to register
visit www.asial.com.au or email events@asial.com.au
to request a copy of the conference brochure.

8 //SECURITY INSIDER MAY 2013

(Left: Don Randall, Centre: Bruce Blythe, Right: Steve Ronson)

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INDUSTRY NeWS

SECURITY 2013 GALA DINNER
Bookings are now being taken for the Security 2013
Gala Dinner to be held at Doltone House, Pyrmont on
Thursday 25 July 2013 from 7pm to 10.30pm.The
dinner is the industry’s night of nights and provides an
excellent opportunity to network in an informal
environment.
This year’s dinner will be MC’d by Logie nominated
Comedian Tahir.Tahir has appeared in a host of TV
credits including PIZZA on SBS, Rove Live, Footy

Ray Crowe

Show, Laughing Stock, Recovery, FOXTEL and
Comedy Channel.
Further entertainment will be provided by
"Unusualist" Ray Crowe, whose appearances include
the David Letterman show and the Royal Variety Show,
where he received a standing ovation from Her
Majesty Queen Elizabeth II.
To register for the dinner visit www.asial.com.au or
www.asial.com.au/Security2013GalaDinner

Tahir

SECURITY INSIDER MAY 2013// 9

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INDUSTRY NeWS

CREDITORWATCH
ASIAL members now have access
to an exciting new member benefit
from CeditorWatch which allows
access to the credit files of
Australian businesses.
Members who sign up with
CreditorWatch will receive:
• A 20% discount off the
CreditorWatch rates;
• A 30 day free trial with no lock in
contracts;
• Data sourced directly from ASIC,
Magistrates’ Courts, the Australian
Business Register, corporate
partners and own members;
• Free 24/7 Monitoring – real time
alerts from multiple sources to
see a problem or warning signs;
• Use of the CreditorWatch
membership logo for your

invoices/statements and final
notices;
• A complimentary service called
MatchEasy (ABN finder) to quickly
match the names, postcodes and
states of your customers to their
respective ABNs;

SUPERANNUATION GUARANTEE
CONTRIBUTIONS TO INCREASE
FROM 1 JULY 2013
Annual increases to
superannuation guarantee
contribution rates start from 1 July
2013 when the rate rises to 9.25%,
and will continue to increase in .25%
increments until 1 July 2019 when
the rate will have risen to 12%.
Employers must make the
minimum compulsory contributions
required by the Superannuation
Guarantee (Administration) Act 1992,

in order to avoid the superannuation
guarantee charge, regardless of what
is in their employees' contracts.

ASIAL COMMISSIONED REPORT INTO
OUTSOURCING OPPORTUNITIES FOR
THE SECURITY INDUSTRY
A complimentary copy of the
report, Outsourcing of Policing
Tasks: Scope and Prospects
commissioned by ASIAL and
prepared by ProfessorTim Prenzler
from the Centre for Excellence in

10 //SECURITY INSIDER MAY 2013

Policing and Security (Griffith
University) is now available to ASIAL
members by forwarding contact
details (including name,
organisation, address and email) to
security@asial.com.au

- A complimentary Datawash
detailing correct entity name,
status and customers with
adverse data on their credit files.
For more details about the service
email security@asial.com.au

ACT –
FINGERPRINTING
OF MUTUAL
RECOGNITION
APPLICANTS
The Office of Regulatory Services
has advised that fingerprint verified
police checks are not required for
security employees applying for an
ACT Licence under mutual
recognition.
However, there is a requirement
for fingerprint verified police checks
for Master Licenses as this licence
type is not mutually recognised.The
fingerprint verified police check only
needs to be provided once, with
name only police checks required for
each renewal after that.

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INDUSTRY NeWS

SUPERANNUATION GUARANTEE CHARGE
Employers must meet the higher
contribution rates from the
September quarter 2013.
Employers that fail to meet
contribution obligations must lodge
a Superannuation Guarantee
Charge Statement - quarterly with
the Australian Taxation Office (ATO),
and must pay the superannuation
guarantee charge.
The charge consists of the
shortfall in superannuation (which
the ATO is then responsible for redistributing to the relevant
employees' funds), interest on the
shortfall (10% per annum), and an
administration fee ($20 per

employee, per quarter).The charge
is not tax deductible.
Depending on the
circumstances, further penalties
may also be imposed at the ATO's
discretion. Importantly for company
directors, personal liability now
attaches to them as individuals for
penalties equal to any unpaid
amount.
Employers should also be
mindful of the concessional cap of
$25,000 which from 1 July 2012
applied to all employees.The
proposed concessional cap of
$50,000 for employees aged over
50 with less than $500,000 in

superannuation has been deferred
until 1 July 2014.
It is also important to ensure that
your payroll system or payroll provider is
ready to handle the increase on 1 July.

ACCC RELEASES FREE ONLINE EDUCATION PROGRAM
FOR SMALL BUSINESSES
The ACCC has released a free
online education program for small
businesses to help them learn about
their rights and obligations under
Australian competition and
consumer laws.
The program is a simple,
interactive learning resource which
provides a broad overview of the key
provisions of the Competition and
Consumer Act 2010. It includes 10
modules covering topics such as
pricing, advertising, consumer rights,
selling safe products, unlawful
competition and scams.
Each module should take about
15-20 minutes to complete. Users
can work through the entire set of
modules, or select only those topics

most relevant to their business
operations. At the end of most
modules, users can do a short selfassessment quiz to test their

COURT SECURITY LIFTED
Security at federal courts is to be
modernized after Attorney General
Mark Dreyfus said court
proceedings were often emotionally

12 //SECURITY INSIDER MAY 2013

charged, which could lead to
violence.
Under proposed measures,
courts would be able to appoint

understanding of the topic.
The free online education program
for small business is available at
www.ccaeducationprograms.org

security officers with clearly defined
powers including screening and
searches. However, only trained and
licensed security officers would be
able to use force, and only in
particular circumstances.

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INDUSTRY NeWS

ASIAL MEMBER BULLETINS – COMPLIANCE
WITH NSW REGULATORY AMENDMENTS
ASIAL has prepared a series of
Bulletins to provide assistance to
members in complying with the
new requirements.The topics
covered include:
• Incident Registers
• Unauthorised sub-contracting
• Licence classifications
• Record keeping
The Member Bulletins are

available in the Members area of
the ASIAL web site –
www.asial.com.au
The Security Licensing &
Enforcement Directorate (SLED)
have recently uploaded a number
of Fact Sheets on to their web site
covering who is eligible for a NSW
Security licence, wearing and
producing your class 1 and/or class

2 security licence, how to become
an approved organisation and how
to become an approved trainer.

ACCESS CONTROL UPGRADE
FOR AUCKLAND AIRPORT

ADT Security has been selected
to upgrade the access control
security system at Auckland
Airport, one of Australasia’s
busiest airports and facilitates
more than 14 million passenger
movements each year. As part of
the contract, ADT Security will
install the CEM AC2000 AE
access control system at the
airport’s domestic and
international terminals, ancillary
buildings and car parks. Once
installed, ADT will be responsible
for maintaining and servicing the

14 //SECURITY INSIDER MAY 2013

access control system for the
duration of the contract.
The access control system
being installed is the industry’s
only airport-specific access
control system and is one of the
most reliable and resilient airport
security solutions. Its flexibility
means that the system can be
customised to meet the specific
needs of each airport and
integrated with external security
systems such as network video
systems.The AC2000 AE
incorporates a host of aviation

specific features including checkin desk enabling, passenger
mode and air-bridge monitoring.
The access card technology has
one of the highest levels of
encryption technology, protecting
the airport against cloning and
illegal copying.
The use of CEM portable card
readers was central to the
security upgrade at Auckland
Airport.These readers enable onsite airport security staff to
validate cards at remote sites or
areas with no mains power
supply and they can also be used
as mobile devices for random
checks in emergency
evacuations.The readers offer the
flexibility of setting up controlled
access points instantly, without
having to physically commission
a fixed access controlled door.

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INDUSTRY NeWS

ASIAL takes
to the skies
As part of its commitment to
members, ASIAL will take to the skies
in June with an advertising campaign
to commence in the Qantas - The
Australian Way magazine.
Qantas carries over 2.3 million
passengers per month, approximately
80% of which are domestic travellers.
The Australian Way magazine has an
estimated monthly readership of
430,000 and according to the IPSOS
Business Elite Survey 2012 ‘Qantas -

The Australian Way is the number 1
magazine read by senior business
executives.’
Through the advertising that will
appear in the magazine, the
Association will be able to target
business executives and leisure
travellers about the need to always
use a licensed security professional
and to make sure they are a
member of ASIAL.
The adverts form part of ASIAL’s

ongoing campaign to promote the
‘mark of distinction’ provided by using
an ASIAL member which has already
reached millions of consumers.
In addition to the print advertising,
in June a 15 second commercial
promoting the use of ASIAL member
companies will screen 3,900 times
between 6.00am and 1.00pm on
domestic flights across the country to
an audience of over 600,000
passengers.

When it comes to securing
your home or business,
don’t take any chances.

Always use a licensed security professional and make sure
they are a member of the Australian Security Industry
Association Limited (ASIAL) – it’s your mark of distinction.

Think security… THINK ASIAL
To find an ASIAL member near you visit www.asial.com.au

The peak body for security professionals.

www.asial.com.au

16 //SECURITY INSIDER MAY 2013

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INDUSTRY NeWS

ASIAL LAUNCHES NEW ENHANCED AND
UPDATED ALARM MONITORING AGREEMENT
A new and enhanced version of the
ASIAL Alarm Monitoring Agreement is
now available for download from the
ASIAL store.
The new agreement features:
• a writable PDF version
(iPhone/iPad/Android friendly)
• an electronic device friendly version
which enables Members to enter
and save client details, logos and
signatures (including signatures on
the device). A free Apple store app
allows users up to 5 free signed
agreements per month.
Additionally, the agreement
incorporates recent changes to
subcontracting arrangements and
consumer law requirements.
The updated Alarm Monitoring
Agreement is available to ASIAL
members now by visiting the ASIAL
store – www.asial.com.au/store

independent consultant and
company director specialising in
technologies for defence.
• Damian McMeekin – ANZ’s
Head of Group Security,
responsible for the security of the
Group’s people, programmes
and assets and for geopolitical
risk.
• Jennifer McCauley –
Department of Human Services
Representative on the Youth
Parole Board (Retired), a Board
Member of the Jesuit Social
Services and Board Chairman of
Hope for Cambodian Children, an
Australian Charity supporting
children in Cambodia impacted
by the effect of AIDS.
• Allan Ross – CEO of the

Entertainment sponsor

Special Security Event or Project:
ACG Security – Australian open
Individual Achievement – General:
Chris Lockwood, G4S Custodial
Services Pty Ltd
Individual Achievement – Security
Student of the Year: Grant Frankel,
Melbourne Racing Club
Honorable mentions were given to
SNP Security (Training) and Schneider
Electric, Royal Melbourne Children’s
Hospital (Integrated Security Solution
– Projects above $250K).
ASIAL would like to acknowledge
and thank the organisations below
for their generous support of the
2013 Australian Security Industry
Awards for Excellence.
A more detailed profile of the
award winners will appear in the July
issue of the Security Insider.
Award category sponsors

SECURITY INSIDER MAY 2013// 19

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SECURITY 2013

SECURITY2013
EXHIBITION & CONFERENCE

TACKLES
TOMORROW’S
SECURITY
CHALLENGES
Registration is now open for
the region’s premier security

generation of security and will offer the
industry even greater value in 2013.”

industry event.

Security 2013 Conference

Security 2013 Exhibition &
Conference, organised by Diversified
Exhibitions Australia in conjunction with
the Australian Security Industry
Association Limited (ASIAL), will be held
from 24 – 26 July, at the Sydney
Convention & Exhibition Centre. Now in
its 28th year, the event is expected to
attract 4,500 visitors from government
and private enterprises and more than
150 leading local and international
suppliers will be showcasing the latest
business security solutions for the
Australasia market.The exhibition will be
complemented by an extensive
conference and seminar program which
will focus on the security trends and
strategies shaping the industry in the
year ahead.
“We are constantly looking at ways to
evolve the exhibition to ensure it stays at
the forefront of this dynamic and
growing industry,” Kylie McRorie,
Exhibition Manager, Security 2013
Exhibition, said.“Through some exciting
new features and partnerships, Security
2013 will look ahead to the next

Organised by ASIAL, the industry’s
peak body in Australia, the Security
2013 Conference will be held in
conjunction with the exhibition. In
another bold move by the organisers,
the conference will come to the show
floor in 2013 providing delegates with
a complete exhibition and conference
experience and greater opportunities
to connect with the industry.
“As security needs rapidly evolve to
meet the ever changing requirements
of society, Security 2013 Conference
will provide a unique platform for
visitors to hear about the most
pressing issues facing the industry
today” commented John Fleming,
General Manager, ASIAL.“With an
impressive line-up of acclaimed
security experts from Australia,The
Security Conference 2013 is a must
attend event for security professionals,
government officials and technology
leaders who are eager to understand
what lies ahead for the future of
security”.

20 //SECURITY INSIDER MAY 2013

Security 2013 Gala Dinner
Organised by ASIAL, the Security 2013
Gala Dinner is the industry’s night of
nights.This year’s event will feature
entertainment from the comedic talents
of Tahir as Master of Ceremonies and
‘unusualist’ Raymond Crowe.

New Product Showcase to
recognise industry innovation
Proudly sponsored by Verint, a global
leader in Actionable Intelligence®
solutions and value-added services,
the New Product Showcase will return
to Security 2013 in a new, interactive
format offering visitors the opportunity
to get closer to the latest innovations in
the market.The Verint New Product
Showcase is open to exhibitors that
are launching new and innovative
products in 2013.

Seminar program open for
speaker submissions
Security 2013 will feature a program of
practical and educational seminars,
including a series of panel discussions
featuring real-life case studies. The
event organisers are calling for
expressions of interest from industry
experts in a range of topics and trends,

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SECURITY 2013

including but not limited to:
• The Cold Cyberwar reaches
Australian shores
The digital age creates new
national security challenges, as
critical infrastructure for electricity,
power, transport, and
telecommunications connects to the
Internet. Security 2013 Exhibition
welcomes speakers who can discuss
the likelihood of a ‘Cold Cyberwar’
and its implications for defence
agencies.
• Internet of Things / Machine-to-

Machine (M2M): What does it
mean for the Security Industry?
IoT / M2M refers to machinegenerated data from mobile devices,
sensors, CCTV cameras and similar
transmitters that can be leveraged for
data analytics and business
intelligence. Security 2013 Exhibition
is keen to showcase case studies
that demonstrate how machine
generated data can be utilised for a
range of security applications, such
as city-wide surveillance.
• Strategies for a Safer Sydney

The City of Sydney has launched a
major campaign to make inner city
entertainment and nightlife hubs such
as Kings Cross and the CBD safer for
revellers. Security 2013 Exhibition
welcomes experts to discuss how
surveillance technologies, law
enforcement and public transport can
be combined as part of a
comprehensive security strategy.
Security 2013 is free to attend for
industry professionals. Registration
opens in April at
www.securityexpo.com.au

SECURITY INSIDER MAY 2013// 21

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Page 22

AN INTERVIEW WITH DON RANDALL

INTERVIEW WITH DON RANDALL

HEAD OF SECURITY,
BANK OF ENGLAND
By Eugene O’Mahony*

A well-known figure in security and resilience, Don Randall, MBE, gives
us his view on the world of security and what drives him forward.
Meeting at his office at the Bank of
England, we began by discussing
London 2012 and its security legacy.
The games and their security were
deemed a great success with no
incidents. Don told us,“The multiagency approach, with law
enforcement, volunteers, the military
and private sector working together
provided a better picture than at first
anticipated.” His view is that the major
legacy for the security world is the
further development of public private
partnership, in particular with CSSC
(Cross-sector Safety and Security
Communication), a partnership
between the police, government and
industry. Don believes “this worked
exceptionally well, with the
distribution of daily intelligence”.
As the memory of the Olympics
fades, we continue to be faced with
the tough economic challenges, as
well as the need for cuts. Don sees a
positive side for the security industry,
“This is creating imaginative ways of
working, it is not just cutting heads –
we can take on more responsibilities.
As the security industry becomes
increasingly more professional, this is
a natural development.”
One of the inevitable results of the
effective security at the Olympics is

22 //SECURITY INSIDER MAY 2013

the pressure it places on senior
security officers to justify maintaining
these levels. Added to this, Don
believes it is important not to create
further vulnerability for the community
and the industry.“We do not want to
push people into situations where
their need makes them more likely to
turn to crime.”
Don is clear that we can never be
complacent about the threat from
terrorism and “we must continue with
a high level of intelligence monitoring
and preparedness”. Likewise we must
always be alert to the threat of
protest and civil unrest. It is a
challenge for senior security advisors
to translate this risk into security
requirements and funding.
UK police forces are far from
immune to the public spending cuts.
Don is supportive of the City of
London Police, as well as other police
forces, carrying out a comprehensive
review of operations to reduce costs
and inefficiencies while maintaining
quality policing. Don is confident that
the Commissioner and his team in
the City can achieve this.
A key area where Don feels costs
savings could be made is public
private partnerships. It is this aspect
that interests Don the most, as his

record shows. His leadership and
involvement with Griffin and CSSC
are a testament to that.
He is certain there is still major
potential in this area. Don talked us
through how the latest public private
partnership (CSSC) is helping to
solve a long-term concern of his:
how to communicate security
messages to small and medium
enterprises (SMEs). These make up
99% of all businesses in the UK,
according to the Federation of Small
Businesses. After a recent
presentation by Don where he
mentioned this issue, James Hill
from the Blomfield group came up
with an answer: communicate via
Alarm Receiving Centres. With
James’ help, plus major support from
UK ADT and other ARCs, during the
Olympics, many thousands of clients
received messages from the CSSC
system.“My goal is that every alarm
receiving centre does it. It is simple –
law enforcement create the message
and the alarm receiving centres pass
it on.”
As chair of the City of London
Crime Prevention Association
(CoLCPA) Don is in a good position
to support new initiatives such as
CSSC.“CoLCPA has the unique ability

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Page 23

AN INTERVIEW WITH DON RANDALL

never relaxes, but the introduction of
two Bolognese dogs, Buddy and
Buddy Junior, have brought a lot of
joy and laughter to their household.
Without doubt, Don has achieved
significant success in his career,
including 25 years as a City of
London Police officer, with key
achievements in fraud and counter
terrorism, major roles in the City of
London and influence nationally and
internationally.
We wondered who were the key
influencers in Don’s life; without
hesitation he cites his Mum who
“taught me value and the difference
between right and wrong. If you earn
money you work hard”. His own tips
for success are that you should “work
hard, listen and respect everybody.
Use what you have to benefit others –
the organisation – the community –
that’s why we are here – isn’t it?”

Don Randall, MBE

to pioneer and drive new initiatives.”
The sharing of information is another
key factor in its success.“We have
shown that it is the right thing to do
and adds value to the wider
community.”The CoLCPA success
does not stop there,“The diversity of
our charity donations is
commendable.”The association with
its 20-year history continues to
progress,“We are not tired, the
membership continues to come up
with ideas. CoLCPA mirrors the City
of London Corporation’s and the City
of London Police’s ability to be
innovative, creative and to achieve.”
One of the success stories of the
CoLCPA is the City Security
magazine. How does Don feel about
this going nationwide? “It was the
right time to do this, with the right
players, and right ethics – to spread
the concept of preventative advice

across the whole country.”
The national and international
spread of Griffin has been a
phenomenal achievement and we
asked Don what he thought was the
key to this.“You can take the Griffin
concept into any area. And the
quantum leap was public private
sharing of information – dare to share.
Its success continues with Vancouver
in Canada just accrediting its 1000th
Griffin guard.”
With his key role at the Bank of
England, chair of many securityrelated organisations and a number of
children’s charities, Don’s energy and
commitment are well-known. We were
intrigued by how he maintains his
enthusiasm and drive.“I enjoy what I
do – I enjoy people. I enjoy social
networking. Added to that I have an
active mind and don’t mind applying
it.” According to his wife Angie, he

It is important for senior personnel of large private and public sector
organisations charged with procuring security services to ensure they
devote sufficient attention to compliance with workplace laws. The
issue is a high priority for the Fair Work Ombudsman, whose role it is
to promote productive, harmonious and fair Australian workplaces
and ensure compliance with the law.
The Fair Work Ombudsman’s
experience suggests that the selection
of the lowest-cost contractor in a
procurement process can sometimes
result in the contractor’s employees
being underpaid their minimum lawful
entitlements.
Security services is an area in which
managers need to be particularly alert
to the non-compliance risks
associated with selecting low cost
providers. In a competitive industry,
security contractors face pressure to
keep costs low to enable them to win
tenders.
The security industry employs many
vulnerable workers - including
migrants, international students and
young workers - who are dependent
on the minimum conditions in the
24 //SECURITY INSIDER MAY 2013

Security Services Industry Award 2010.
While security contractors are
obligated to ensure they provide these
employees with their minimum lawful
entitlements, our view at the Fair Work
Ombudsman is the responsibility for
ensuring the workplace rights of these
workers is not theirs alone.
The Fair Work Ombudsman submits
that it is not acceptable for
organisations to outsource work to the
lowest-cost contractor and turn a blind
eye to the fact that the contract price
may result in unfair treatment of lowpaid workers.
Not only can it be detrimental to an
organisation’s reputation but it may
also be considered unlawful.
Contracting can be a positive
business practice when performed

lawfully and correctly, providing
flexibility and efficiency in resource
allocation.
However, all parties should
undertake due diligence when
outsourcing work to contractors,
particularly to lowest-cost providers, to
ensure lower costs are attributable to
the contractors’ efficiencies and not
due to the potential exploitation of
workers
The Fair Work Ombudsman has
sought to pro-actively engage with
large organisations to
improve understanding and
compliance in relation to procurement
issues, through initiatives such as the
Agency’s National Employer Program
(NEP).
Through the NEP the Fair Work

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COMPLIANCE WITH WORKPLACE LAWS

Ombudsman closely reviews the
workplace policies and practices of
participating businesses to ensure
compliance and to provide ongoing
personalised contact and advice.
Since its inception in 2010, the NEP
has seen the Fair Work Ombudsman
engage with 57 employers with a
collective workforce of 327,960 across
a number of industries, including retail,
manufacturing, health and community
services, and the public sector.
The Fair Work Ombudsman
commenced three legal matters in the
2011-12 financial year in which
procurement chain liability-related
breaches of workplace laws have been
alleged. In these matters, the Fair Work
Ombudsman relies upon a provision in
the Fair Work Act [section 550] which
treats a person “involved” in a
contravention as having themselves
contravened the Act.
The Fair Work Ombudsman will
continue to strategically use a range of
formal compliance and education
activities to create awareness among
organisations of all sizes that it is not

acceptable to be indifferent to the
treatment of people who work for, and
within, their organisations just because
they do not directly employ them.
Compliance with these conditions
ensures a level playing field amongst
industry employers.
The Fair Work Ombudsman works
closely with some of the biggest
industries in Australia – including the
security industry – to ensure employers
have access to information and
resources to understand workplace
laws. We are also keen to work with
ASIAL in raising awareness in such
sub-sectors as local government who
play a significant role in the security
industry.
The Fair Work Ombudsman provides
direct and immediate access to
information and resources in a way
that is practical and helpful. Employers
can find information about whether the
Security Services Industry Award
covers their staff and, if it does, the
classifications, wage rates, penalty
rates, loadings and allowances that
apply to their employees by visiting

www.fairwork.gov.au.
Any employers seeking further
information or assistance can call the
Fair Work Infoline on 13 13 94 or ASIAL
on (02) 8425 4300.
Steve Ronson
Executive Director, Dispute Resolution
and Compliance
Fair Work Ombudsman

NEW AND ENHANCED
ASIAL ALARM MONITORING
AGREEMENT AVAILABLE
NOW, FEATURING:
• Electronic device friendly version
• PDF writable version
To purchase a copy go to
www.asial.com.au/store or for more
information contact
1300 1ASIAL (1300 127 425)
For more information email
security@asial.com.au

The gulf of growing expectations and
diminishing executions
Natural forces seem ever present
within organisations to ensure that
various functions and internal activities
will commence their lives as ‘orphans’,
or drift apart over time, or experience
ongoing tenuous connections with
other areas or parts of the organisation.
Today, an organisation’s activities and
people need to be ‘drawing together’.
There is a need to forge a co-ordinated
approach in all of an organisation’s
functions so real synergies can be
generated, and effective outputs and
outcomes delivered, through the
strengthening of ‘achieving together’.
It may appear that this need has
emerged somewhat suddenly. However,
arguably, the critical game-changer
began with the Global Financial Crisis
(GFC) and has received ongoing bursts
of momentum. Such bursts have
resulted from the many subsequent
real-life experiences demonstrating,
quite openly, that management and
Directors are dependent on an
outmoded or ineffectual governance
framework.
The benefits to be gained by
embracing a much stronger integration
of an organisation’s functions within a

26 //SECURITY INSIDER MAY 2013

holistic governance framework are
compellingly attractive.
Yet, still, organisations persist in
investing time and effort in activities
that are totally unhelpful for an
organisation in its attempts at achieving
sound governance.
What has emerged as a critical
challenge is to determine the role of
governance in a 21st century
organisation that ensures that
governance, itself, makes a valuable
and useful contribution to the
organisation’s future sustainability.
The increasing sense of the
substantive ineffectiveness of
governance in dynamic and complex
organisations is now coming under
greater scrutiny and raising the
question of governance’s continued
relevance.
“We [Harvard Business School]
recognised the legitimacy of many
issues raised by the media, the public
and politicians about boards’ ineffective
oversight of financial-service firms and
other complex companies whose
actions contributed to the current
recession.”
“As we reflected on how and why
boards had fallen short, we came to a
tentative conclusion.The problems that

surfaced in 2008 and 2009 largely
differed, we believed, from those that
had prevailed in 2002, when boards
failed to identify and stop management
malfeasance and fraud. By contrast, the
more recent boardroom failures were
primarily attributable to the growing
complexity of the companies that
boards are charged with governing.”
Jay W. Lorsch, Joseph L. Bower,
Clayton S. Rose, and Suraj Srinivasan,
Perspectives from the Boardroom —
September 2009.

A paradigm shift
There is a clear indication that a
paradigm shift has occurred
concerning not only the role of Boards
but also our understanding of
governance.The paradigm shift entails
the current virtual acceptance that
Board’s and senior executives have
become so disconnected from the
organisation’s activities as to be held
unaccountable for what is occurring.
This raises the issue of what may be a
reasonable expectation for the
governance role and the extent that
governance can reassert itself to
assume a proper accountability for the
organisation.
An important consideration is raised,

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GOVERNANCE

therefore, as to what is the current state
of governance within organisations.
Leading from this is the central issue
of what, realistically, can be the role of
governance within 21st century
organisations.
A further fundamental question
concerns what ought the Board’s
contribution be to an organisation’s
governance. And would that answer
have delivered any different effect on
the sorry saga that all too many
organisations experienced during the
period of the GFC?

Embedding of practices
A key objective in defining the
governance role has been to find a
solution that can be embedded as part
of the whole of the organisation. Any
solution that is generated must become
the ‘DNA’ of the organisation.This means
the governance practices are to be
wide-spread and fully operational across
all functions within the organisation, and
not limited by operating units, geography
or any of the other myriad boundaries
that artificially create silos.The
successful leveraging of skills, corporate
knowledge and expertise can be
realised when this integration is
pursued.
A vital contribution of governance
today is not only the ability to share
information, but also, importantly, of
having real-time access, seeing
information across the whole of the
organisation, and understanding what it
means, regardless of the particular area
that the focus may be on.

Transform our thinking
of governance
The need to rethink what governance
now stands for is both timely and
critical.
Optimum effect must be pursued by
taking a holistic view of the organisation
across all of its primary activities.
Governance needs to address the
elimination of fragmented actions,
integrate the consideration of each
function or activity into how it relates
and supports the whole of the

organisation, and reflect in a meaningful
way how each function and activity can
and does deliver against the
organisation’s purpose.
Governance is not separate.That is, it
can no longer be treated as if it is
separate from the organisation,
responding only, or even in the main, to
the external forces of regulation.
Governance needs to be embedded
into all functional areas of the
organisation. In order to be truly
effective, this best operates on the
basis of an organisation-wide common
platform unifying and offering a
coherent approach.

IN-sight
The need for eliminating a fragmented
approach to governance practice
seems to be urgent, simply because of
the sheer number and diversity of
organisations facing overwhelming
challenges in forging ahead with
current practices.
How to gain visibility into an
organisation, and how to make sense of
what is told or seen, is the
imponderable question.
Will real IN-sight into an organisation
be gained with a holistic approach to
governance, and what is meant by this?
IN-sight reflects a person’s capacity
to gain an intuitive yet, of necessity,
accurate understanding of the
organisation with which they are
associated. IN-sight enables their
discernment as to the true nature of a
situation and offers the opportunity for
them to penetrate into the organisation
in a manner that generates a deeper
and more meaningful understanding.
Craig Crosbie, partner at PPB
Advisory, the administrators appointed
to the engineering conglomerate Hastie
Group, commented “….directors had no
visibility on how the businesses were
performing and had to trust the guys
on the ground to tell them what was
happening.The only way the board
could operate was to ask questions
and while this is very anecdotal, there
seems to have been a culture that did
not encourage the reporting of bad

news.”
Clearly, if this is true, then these
Directors’ IN-sight was very limited.
If governance is not focussed on
where the organisation is presently, and
its relationship with its own strategy,
then making decisions is no better than
‘pinning the tail on the proverbial
donkey’.
An integrated approach enables
multiple areas within and across the
organisation to become more aware of
each other and to work more closely
together to eliminate overlapping
activities. It is through the sharing of
holistic perspectives that synergies
materialise and benefits are gained for
the organisation.

Fragmentation
For many organisations the struggle is
in initiating an integrated convergence
across the organisation’s activities.
There will always be found a certain
level of fragmentation and separateness
in understanding, detailing and
approaching what is occurring, within an
organisation.The important aspect is to
seek its elimination.
In an organisation where
fragmentation is widespread, then
eliminating its presence is not an easy
process and involves some complexity,
but starting such elimination is not
optional.
Organisations maintain their own
divisions and support a variety of
differences across their many functions.
By tracking or monitoring many of the
major activities, organisations gain
clarity of purpose and a clearer picture
of what is happening.This allows
Boards and senior executives to focus
on what is important and critical in the
governance and management of their
organisations.
With improved integration then
reactions to what is happening, within
and outside of an organisation, can be
expected to be more quickly
experienced; and anticipating changes,
and being intuitive as a response, will
become easier.
It is this preparedness to sense, and

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to then respond, in a more informed
manner which makes a positive
difference in a fast, fluid and disruptive
environment.

A more co-ordinated approach
Organisations are becoming more
acutely aware of the need to strengthen
their efforts to adopt a co-ordinated
approach to issues.This is observed
within some organisations concerning
issues that have been with us for some
time now - risk and compliance.Yet
efforts in relation to these issues are
still often conducted in a piecemeal
fashion and with a narrow focus. Left
wide-open is the field of governance,
which sometimes is itself treated as a
singular topic, thereby undermining its
criticalness and centrality in today’s
complex operating organisation.
The GFC has had a major impact on
the thinking of regulators, Boards and
senior executives. Many now recognise
the need to pursue a stronger and
more resilient integrated approach to
the management and governance of
organisations.
Recognition has emerged of the
many inefficiencies, gaps and serious
exposures thrown up within
organisations from out-of-control
uncoordinated approaches often
adopted throughout areas of an
organisation.
More worrying has been an
acknowledgement that what seemed,
or was thought, to work in the past is
ineffective today.
Essentially, the turning of the
governance tide is now more
appropriately about demonstrating the
effectiveness of the governing body,
rather than retaining a simple focus on
regulatory compliance.
The Harvard paper ‘Perspectives
from the Boardroom’, identified six (6)
areas for corporate governance
improvement:• Clarifying the Board’s role;
• Acquiring better information and a
deeper understanding of the
company;
• Maintaining a sound relationship with

28 //SECURITY INSIDER MAY 2013

management;
• Providing oversight of company
strategy;
• Assuring management development
and succession; and
• Improving risk management.
Jay W. Lorsch, Joseph L. Bower, Clayton
S. Rose, and Suraj Srinivasan,
Perspectives from the Boardroom —
September 2009.
Throwing more money, regulations and
resources at the hitherto apparent
governance problem has done little to
realise positive gains especially in terms
of yielding better accountability
performance.
Regulators, Boards, senior executives,
the community, stakeholders and many
others need to quickly become aware
that an integration of the organisation’s
activities, involving permeation
throughout the whole of the organisation
and all of its operating areas and
functions, is the permanent and lasting
approach to deliver the acceptable
positive outcome that is needed.
It is time for a more robust and
strengthened governance approach.
After many years in this field, Enterprise
Care Pty Ltd has delivered a holistic
and coherent model of Governance
Intelligence®.
The Governance Intelligence® model
is a timely and unique response to the
enormous governance challenge. It
facilitates embedding, within the whole
of the organisation, broad-scope
governance functions which enable
clarity, simplification, improvement,
responsibility and accountability for an
optimally-functioning organisation.
Governance ownership is assigned
organisation-wide.This broad-based
sharing of responsibility drives global
integration and consistency, thereby
simplifying and standardising activities,
eliminating duplication, reducing errors,
generating connections and
engendering confidence and
commitment.
The organisation-wide platform
provides a powerful and unique
opportunity to continually reinforce

unification of processes, share services
and information, improve standards
across the organisation, and drive
greater transparency and visibility.

Integration
The opportunity to establish and utilise
a common organisation-wide platform
is highly attractive for resource-starved
and time-poor organisations and
personnel.
The pursuit of an integrated
approach in exercising governance
practices should be intuitively
advantageous for Boards and senior
executives.
To be effective, governance demands
strong and functional linkages of all key
areas and activities of the organisation. In
order to achieve this, there needs to be a
fundamental thread that weaves itself
throughout the organisation such that
there is no aspect of the organisation
that is untouched by the desired
governance presence and its impact is
visible at all times.
With greater integration in their
approach, organisations can ensure that
consistency and effectiveness will be
maximised.
Today’s governance needs to provide
the type of link that effectively impacts
throughout the whole of the organisation
with traces that are transparent and
trackable for Boards and senior
executives on a real-time basis. Often
this means actually ‘reconnecting’ with
the organisation’s strategy.

An integrative perspective
The crux of recent experiences is that
Boards and senior executives must
assume greater responsibility for
understanding what is going on in their
organisation.
This highlights the need to have a
holistic perspective on governance that
views and impacts consistently the
entire organisation.The integrative view
is no longer a luxury but fundamental to
an optimum-performing and sustainable
organisation.
A governance platform provides a
means for the organisation to share

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GOVERNANCE

information, a competency framework
to ensure there is a consistency in the
way all think, view, communicate and
perceive what is happening.
Organisations need to generate
assurances that activities are
conducted according to “how” and “why”
and in accordance with the strategy
and expectations of the organisation’s
Directors and senior executives.
In taking on increasing governance
accountability, Boards and senior
executives need to demand a more
holistic approach to governance. Such
an approach must establish true INsight and provide more information that
is of higher quality, more relevant, and
timelier.

The “Why didn’t I know?”
question
The imperative to gain reliable and
timely visibility into an organisation’s
operations is pressing, especially for
Boards and their Directors.This
emerged strongly following the GFC but
continues with frequent revelations of
events and incidents continuing to
happen within organisations. Many
Directors and senior executives are
left asking how, when and why.
The challenges have arisen
because of the complexity of
organisations’ operations and their
environments today, the continual
change to systems and practices,
risks having greater consequences,
and community ethical concerns.
“Why didn’t I know what was going
on?” is a reasonable question. It not
only has to be asked but it must also
be answered.The solution cannot be
short-term but must be sustainable.
The ferocity of recent surprises has
caught many gasping to reconcile it
with the level of confidence they had
prior to such revelations. Many would
argue that they believed they knew
what was happening within their
organisations. Maybe it might be more
accurate to say that their views relied
upon an unfounded predictability of
their organisation’s activities.
Iain Dey reported on the findings of

a study conducted by three of the Big
Four accounting firms into the
activities of three (3) failed British
banks, for the Financial Services
Authority, the UK regulator, that:“it indicated a breakdown in
communication at all three banks
which kept board directors in the dark
on risks being run by their company
executives. Whilst not uncovering any
illegal activities, it raised a number of
issues about risk management and
corporate governance.”
Iain Dey, Sunday Times (London) 3
January 2010.

A new model
It is abundantly clear, then, that what
is needed now is a rigorous,
transparent, co-ordinated, consistent,
and organisation-wide model.
The starting point must surely be
with a model that accommodates the
whole of the organisation itself.
Anything less is surely perpetuating all
of the inherent weaknesses that
continue to confront and defeat the
regulators, Boards, senior managers
and stakeholders today.
Any proposed governance model
must not assume an ad hoc solution.
It must address the core underlying
and continuing weaknesses which are
catching-out and embarrassing
organisations as diverse as schools
and sporting codes.
The critical aspects confronting
organisations appear to be:1. Demonstrating adhering to and
reflecting the standard policies and
procedures;
2. Eliminating inconsistencies in
communications;
3. Free-flowing and sharing of
information – internally and
externally;
4. Eliminating overlapping
responsibilities and duplicating
efforts;
5. Continuing dynamism and
harmony in merging and realigning focus;
6. Sharing resources with ease and
confidence;

7. Committing to operating on an
holistic platform with organisationwide useability;
8. Eliminating contradictory objectives
and messages;
9. Continuing to improve the executing
of the purpose and strategy;
10. Understanding more fully all roles and
responsibilities;
11. Readily accepting that accountability
and openness be challenged; and
12. Establishing and operating under a
‘free form’ governance framework.
The conclusion of the research
report “Twenty Practical Steps to Better
Corporate Governance” by leading
governance academic and expert
Professor Bob Tricker, for the Corporate
Secretaries International Association in
March 2010, was as follows:“The major themes that emerged
from the inputs of the panel of
corporate governance experts were of
the many opportunities for better
governance to emerge from the
ongoing global financial and
economic crisis.
The steps that companies and
their boards could take towards better
corporate governance included
recognising that good corporate
governance is about the effectiveness
of the governing body — not about
compliance with codes; reviewing
board processes including the
chairman’s leadership role, the balance
and style of the board, the calibre and
contribution of the outside directors,
and monitor the board’s performance;
and improving directors’ knowledge of
the business and ensure they have the
information they want. Other steps
involved ensuring that directors’
remuneration packages are justifiable
and justified; reviewing relations
between the company and
shareholders, particularly institutional
investors, and with auditors, regulators,
and other stakeholders; and, ensuring
that the company secretarial function
is providing value.
The steps led to the final conclusion
that the corporate secretarial profession
had a unique opportunity to contribute

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GOVERNANCE

to the development of better corporate
governance worldwide.”

The way forward
Good governance now demands its
own holistic operational platform. Such
a platform is most capable of positively
contributing “to the development of
better corporate governance worldwide”.
Electronic delivery of this platform
seems to be the optimal means.
A platform of this type will
dramatically improve the closeness that
Directors and senior executives and
managers have to the goings-on of the
organisation.There is an efficiency of
information flow not only to Board
members but also throughout the whole
of the organisation.
The Next Generation Technologies
enable enormous opportunities that are
readily available for substantially and
positively altering an organisation’s
visibility and practices. Continuing with
organisational operations which are outdated negatively impacts on the
productivity and engagement of staff
and stakeholders.
Software as a service (SaaS) or on
demand software is the most
appropriate delivery model for an
effective governance solution. It is one in
which the software and associated data
are hosted centrally - in the (Internet)
cloud. It is therefore accessed by users
anywhere, at anytime, via a web browser
over the Internet.

Governance platform
The following aspects, while not
exhaustive, are an excellent coverage of
the range of matters that ought to be
considered when looking for a
governance platform solution.
The governance platform solution
needs to:
• Have been developed with input
from highly experienced and
practised governance specialists;
• Provide easy access and usage;
• Be compatible within and across
your organisation;
• Be able to be operated without

30 //SECURITY INSIDER MAY 2013

software to install;
• Enable anyone to begin using
immediately;
• Be able to be customised to suit
your organisation’s unique
requirements; and
• Be hosted with state-of-the-art
controls and safeguards to protect
your data.

Governance Intelligence®
Governance Intelligence® gives
organisations a unique visibility into
their operating environments that
affords all stakeholders the
opportunities to be “Achieving Together”
for the organisation’s purpose.
The tool that enables organisations to
embrace Governance Intelligence® is the
governABILITY™ software platform - a
robust common platform, useable across
the organisation and by everyone.
The major element that all committed
to governance want now is a visibility
into the organisation to know what is
going on.
Many organisations are concluding
that they have not been getting
consistent or relevant or timely
information and are beginning to think
about something changing and
something needing to be different.To
paraphrase Einstein - do not continue to
do the same thing and expect a different
result! It doesn’t happen like that.
Boards, senior management and
organisations are enabled to achieve
integrated visibility for good governance
through gaining IN-sight, by embracing
Governance Intelligence®.

About the Author
In 1988 Damien Smith founded
Enterprise Care Pty Ltd and quickly
developed an abiding interest in
governance.Twenty years later Damien's
extensive governance experiences
culminated in the formulation of the
unique Governance Intelligence® Model.
The Governance Intelligence® Model
together with the powerful operational
platform of governABILITY™ captures
the essence of organisational IN-sight.
Organisations exposed to the many

unknowns and emergent and dynamic
forces in today’s complex operating
environments need a more coherent
and holistic approach.
Damien holds or has held positions
of Chairman, Executive Chairman and
Director on numerous commercial and
not-for-profit Boards.
In Damien’s view, a revised and
optimised governance role is to the
21st century organisation, what
management was to the 20th century
organisation. Realistically, governance
offers the breakthrough that
organisations, regulators and
stakeholders are urgently seeking.
Governance is today’s super-charged
organisational tool and the major critical
driver of sustainable, profitable and
valued operational practices.

MEDALS RECOGNISE BRAVERY AND CONTRIBUTION
THE Australian Security Medals
Foundation Inc., (ASMF) has awarded
a total of 10 medals for 2013; six for
acts of valour and four recognising
individual contribution.The Hon. Philip
Ruddock MP, the newly appointed
Patron of the Foundation, presented the
medals at a charity black-tie dinner at
SydneyTown Hall in March.
Against a backdrop of Town Criers,
mounted security, army bands,
entertainment and speeches, 300
attendees heard stories of bravery and
contribution that served to inspire
security, as well as help improve the
image of the industry.
“The stories behind this year’s
awards demonstrate the truly
courageous and selfless nature of the
men and women working in security
companies across Australia,” says Steve
Jackson, ASMF Chairman.

the Melbourne CBD building where he
was preparing to go on duty, ran out
with a fire extinguisher and fought the
flames. His quick thinking and actions
prevented the taxi’s LPG tank from
exploding, thereby saving the trapped
young driver in the van from further
injury or possibly death.
Ivica Glavas, Southern Cross
Protection, while on mobile patrol in
Victoria’s Dandenong Ranges, spotted a
car parked at the side of a deserted
country road. Although not part of his
duties, he decided to investigate and
found a young man attempting to
commit suicide through carbon
monoxide poisoning. Glavas smashed
his way into the car and dragged the
young man to safety, sustaining cuts
and bruises as well as inhaling some of
the noxious gas in the process, thereby
saving the young man’s life.

Australian Medals of Valour (ASMV)
were awarded to:
Chris Murdoch and Miad Shahidi,
Securecorp received an ASMV for their
role in the apprehension of a highly
aggravated male who had set fire to
petrol bowsers and attempted to set fire
to a number of people at a busy NSW
shopping centre. Despite being doused
with petrol across his face, eyes and
uniform, Murdoch, with the assistance
of Shahidi, managed to restrain the
offender while Shahidi secured a
cigarette lighter that the offender was
attempting to use to set Murdoch alight.
Both officer’s actions, despite personal
injury and danger, prevented further
destruction and potential harm.
Michael Peacock and Mark
Fowler, SNP Security, were recognised
for preventing a knife wielding,
emotionally disturbed young woman
from attacking her step father with a
large knife, despite the personal risk
involved.
Alan Runacres, Protection Pacific
Security, on seeing a van that had
rammed a taxi had caught fire outside

Australian Security Medals were
awarded to:
Don Williams for his contribution in
driving the establishment of the
Australian Council of Security
Professionals and the Security
Professionals Register, in addition to a
career dedicated to raising awareness
of and standards in relation to security
as a profession.
Suzette Po-Williams for her
contribution to the industry over the
past 24 years through work on
numerous industry committees and the
development of standards for the
monitoring and patrols industry.
Both Michael Dyson and Harry
Korras were recognised for their work
within the community, their charitable
contributions and encouragement of
upcoming security professionals.
In addition to awarding the medals,
the ASMF also announced the launch
of a benevolent fund for support and
assistance to families of security
officers killed in the line of duty.
If you know anyone who you think
should be considered for nomination

for the 2014 Australian Security Medal
awards, or you would like more
information about the awards,
sponsorship opportunities or being a
part of this important work, visit
www.inspiringsecurity.com.

INSPIRING SECURITY
The lack of a public, national, rewards
and/or awards program left security as
one of the very few industries without
such merit-based recognition.To
address this, a group of senior security
managers got together a little over
three years ago to create the Australian
Security Medal Foundation (ASMF)
“Virtually all other arenas, be it
business, community work, public
service, police, emergency services or
military service all have appropriate
medals, awards and certificate award
schemes in place,” says Steve Jackson,
Chair of the ASMF. “Given that some
sectors of the security industry engage
in, at times, dangerous activities, it
seems only reasonable that the
industry should publicly recognise
exceptional acts and achievements.”
Since its launch in 2010, the ASMF
has awarded two categories of medal:
The Australian Security Medal of Valour
(ASMV), recognising acts of bravery
and initiative; and The Australian
Security Medal (ASM), recognising
contributions to security
professionalism and providing
examples of outstanding citizenship,
positive leadership, insights or influence
at a strategic management level.
The nominations were considered by
a panel, which this year comprised of:
Brian Sankey, BATA (Chair); Michael
Julian, Westfield; Jason Brown,
Thales; Craig Millar, RBS and Nick
Stramilos, Westpac.

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ASIAL NEW MEMBERS

WELCOMETO OUR
NEW MEMBERS
ASIAL is pleased to welcome the following new members
(including Corporate and Associate members) who have joined
the Association over the past few months.
CORPORATE MEMBERS

RECENTASIAL MEMBER RECOGNITION
- PROGRAM RECIPIENTS
The ASIAL member recognition

Digital Connections & Security Systems

Pro Security Pty Ltd

program serves to acknowledge

Pty Ltd

Protection Plus Security N.Q Pty Ltd

longstanding association members

Eagle Security

Red Lion Security Pty Ltd

with either a Platinum, Gold, Silver, or

Emenar Pty Limited

S. & D. Alarm Service Pty. Ltd.

Bronze level of membership.

Eris McCarthy Pty Limited

Security Specialists Australia Pty Ltd

Feel Safe Alarms

Silvergem Corporation Pty Ltd

The following organisations have

G & M Honeyman Pty Ltd

SM Security Services Pty Limited

attained recognition levels:

Gary Baker Electrical & Security Pty Ltd

Solness Electric Pty Ltd

Platinum

Grant's Security Alarm Installations

Sparkbusters Pty Ltd

BCD Security Pty Ltd

Pty Ltd

Strudwick Security Pty Ltd

Bos Security Group Pty Limited

J.L.M. Electronic Services Pty. Limited

Victorian Protection Security Services

John Body and Hellen Patricia Kirkman

Pty Ltd

Gold (12-24 years membership)

trading as Tenterfield Night Patrol

Vladimir John Halaska trading as Alolite

Advent Security Services Pty Ltd

Security

Home Products

Consolidated Security Group Pty Ltd

Kalabex Pty Ltd trading as Garden City

Wilfs TV Service Mudgee Pty Ltd

Standby Security Services Pty Ltd

Security Service

William King trading as WY Security

Kangaroo Valley Security

Wilson Security Pty Ltd

Silver (11-15 years membership)

Karpent Pty Ltd

Accurate Security & Installations

Logov Risk Management Services

Bronze (6-10 years membership)

Pty Ltd

Pty Ltd

Techniche Security & Surveillance

AHC Alarms

M & C Trokus trading as Westguard

Pty Ltd

AM Mortimer Security

Security Services

Jaka Security Pty Ltd

Australian Masterguard Security

Ninicom Technology (Aust) Pty Ltd

Services Pty Ltd

Nybar Pty Ltd trading as Quad Security

If you are eligible and have not already

Bayside Australia Pty Ltd

Services

signed up to the program (there is no cost

Bell Security Systems Pty Limited

Oxley Electronics Pty Ltd

to sign up), you can find out more by

Burnside Security Pty Ltd

Perisher Security Pty Limited

visiting:

Centauri Security

Peter Markowsky

www.asial.com.au/Memberrecognition

Comvision Pty Ltd

Peter Siman trading as ACAM CCTV

program

SECURITY INSIDER MAY 2013// 33

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SECURITY INSIDER MAY 2013// 35

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ASIAL Certified Security Monitoring Centres*

Current as at: 16 April 2013

Company (short form name)

Australian Security Industry
Association Limited

State

Cert. No.

Grade

WA

379

A2

28 Feb 2014

ADT Security

NSW

404

A1

30 Jun 2014

ADT Security (Data Centre)

NSW

405

A1

30 Jun 2014

ARM Security

WA

402

A1

10 Mar 2015

ART Security

VIC

392

A1

30 Sep 2014

Calamity Monitoring

NSW

383

A1

20 Mar 2014

Central Monitoring Services

NSW

380

B1

21 Mar 2014

Commonwealth Bank of Australia

NSW

389

A1

24 Sep 2014

VIC

391

C2

18 Mar 2014

Glad Security

NSW

398

A1

25 Nov 2014

Golden Electronics

TAS

395

A1

17 Oct 2014

Grade One Monitoring

NSW

378

A1

13 Feb 2014

Grid Security Services

NSW

381

A1

18 Mar 2014

Instant Security Alarms

QLD

365

A1

29 May 2013

ISS Security

Allcare Monitoring Services

Energize Australia

Expires

NSW

373

B3

25 Nov 2013

Linfox Armaguard

VIC

393

A1

08 Aug 2014

Mekina Technologies

TAS

399

A1

02 Nov 2014

NSS Group

NSW

384

A1

07 May 2014

Onwatch

NSW

396

B1

31 May 2014

Paul-Tec Australia

NSW

401

A1

01 Aug 2013

Protection Pacific Security

VIC

394

C2

9 Aug 2014

RAA Security Services

SA

400

A1

12 Dec 2014

Secom Australia

NSW

374

A1

14 Dec 2013

Sectrol Security

VIC

369

B2

19 Aug 2013

Securemonitoring

VIC

370

A1

23 Nov 2013

NSW

386

A1

04 May 2014

Security Alarm Monitoring Service

SA

387

A1

18 Jun 2014

Security Control Room

VIC

362

A1

06 May 2013

Sesco Security

WA

364

A1

03 Jun 2013

Signature Security

WA

403

A1

30 Jun 2014

SMC Australia

QLD

372

A1

07 Dec 2013

Securenet Monitoring Services

SMC Australia

VIC

371

A1

16 Dec 2013

SNP Security (Newcastle)

NSW

368

A1

17 Aug 2013

SNP Security (Sydney)

NSW

390

A1

31 May 2013

WA

406

A1

12 Apr 2015

Spectus
State Government Protective Security Service

QLD

388

C1

22 May 2014

Westpac Banking Corporation

NSW

382

A1

19 Mar 2014

Woolworths Limited

NSW

397

C1

04 Nov 2014

*The above-listed ASIAL Certified monitoring centres comprise those establishments that have been inspected and graded for
compliance with the applicable Australian Standard: AS 2201.2 â&#x20AC;&#x201C; 2004. PLEASE NOTE: ASIAL takes no responsibility for listed
companies which may change the nature of their operations subsequent to Certification.

continuing regular and systematic
work; and
• given written notice 10 weeks
before starting leave (or if that is not
practicable, as soon as practicable)
of their intention to take leave
including the intended start and end
dates of the leave.

Parental Leave and Maternity Leave
are complex areas for many employers
to navigate. Regardless of the size of
your business the responsibilities are
the same. It is often an area where
emotions, practicality and common
sense can collide. Like almost all other
aspects of the employment
relationship there are laws to govern
the behaviour of both parties.
Here we provide an overview of
the responsibilities of employers
when dealing with requests for
Parental Leave.
Under the Fair Work Act 2009
(Cth) (the Act) employees have
access to unpaid parental leave and
a number of other entitlements, if
either they or their partner give birth
or adopt a child.

Parental Leave is not restricted to
female employees, male employees
also are entitled to request and be
granted parental leave and extended
leave in some circumstances.There
are other entitlements and
requirements for different situations
regarding special maternity leave,
transfer to a ‘safe job, child birth,
childcare, adoption and return to work
provisions.

Unpaid Parental Leave
Eligible employees are entitled to take
up to 52 weeks’ unpaid parental leave
under the National Employment
Standards (NES) set out in the Act.
To be eligible for unpaid parental leave
under the NES an employee must have:
• worked for at least 12 months for
you before the expected due date,
either on a full-time or part-time
permanent basis, or as a casual
with 12 months’ regular and
systematic service with you with a
reasonable expectation of

Maternity leave and pregnant
employees
An employer must respond to a
request for maternity leave within 21
days, in writing, advising whether their
request is granted or refused. Such a
request must only be refused on
reasonable business grounds. It is rare
for a request to be reasonably refused.
Employers have the right to request
evidence of the expected date of birth.
Leave can commence at any time
within six weeks before the expected
birth of the child.

38 //SECURITY INSIDER MAY 2013

There is no minimum period of leave
that employees must take following the
birth of their child.
Either partner who has care or
responsibility of the child after birth or
adoption is entitled to take unpaid
parental leave.
By giving at least four weeks notice
before the end of the original leave
period employees also have the right
to request up to an additional 12
months’ unpaid parental leave to a
total of 24 months between them and
their partner.
If your employee is not eligible
under the NES they may still have an
entitlement under a modern award or
enterprise agreement (including as a
result of transfer of business.
Employers should also take care not to
breach anti discrimination legislation
when dealing with requests.
If a female employee needs to
change their leave dates depending on
the progress of the pregnancy, they
should confirm the dates or notify the
employer of any change of dates at
least four weeks before the intended
start date of leave.
Paid Leave?
There is no general legal requirement
for employers to offer employees paid
leave for births. Paid Parental Leave
funded by the Government

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INDUSTRIAL RELATIONS

commenced 1 January 2011.
You can find out more about the
scheme, its eligibility requirements and
how it will operate at the Family
Assistance Office website.
Concurrent Partner’s leave
Parents can take up to 3 weeks
unpaid parental leave at the same
time.This applies if both parents are
employees who plan to take parental
leave.This is called ‘concurrent leave’.
Concurrent leave has to start
immediately after the date of birth or
adoption of the child and end a
maximum of 3 weeks later.
Unsafe Jobs
Certain jobs may pose an
unacceptable risk to an unborn child. If
a pregnant employee is unable to
perform her usual job (and provides
medical evidence to this effect), and
she is entitled to and has applied for
unpaid parental leave, you must
transfer her to an appropriate safe job
for the ‘risk period’. An appropriate safe
job is one which has the same
ordinary hours of work as the
employee’s present position or a
different number of ordinary hours
agreed to by the employee. The
employer must then pay the employee
at their full rate of pay for the position
they were in before the transfer, for the
hours they work in the risk period.
If no appropriate safe job is
available, then the employee is entitled
to take paid ‘no safe job leave’. The
employer must pay the employee
during the risk period identified by the
medical evidence.
Return to Work
Employees on unpaid parental leave
are subject to a return to work
guarantee.This means an employee
returning to work from unpaid parental
leave is entitled to either:
• The employees position as it was

prior to going on parental leave; OR
• If that position no longer exists – an
available position which the
employee is qualified and suitable
that is nearest in pay and conditions
to the position they held prior to
going on parental leave.
Consulting with Employees on
Leave
All of the consultation responsibilities
in the Act and the modern award are
relevant to the employee in the same
way as if they were at work. An
employer must consult with that
employee if they make a decision
which will have a significant effect on
the position, pay or location of the
employee's pre-parental leave position.
An employer must "take all
reasonable steps to give the employee
information about, and an opportunity
to discuss, the effect of the decision
on that position."
If the position genuinely no longer
exists, an employee is entitled to return
to any other available position for
which they are suitably qualified, that is
nearest in status and remuneration to
their pre-unpaid parental leave
position.
Special Maternity leave
If employees are eligible for unpaid
parental leave they are also eligible for
special maternity leave for a
pregnancy-related illness or if the
pregnancy ends without the birth of a
living child within 28 weeks of the due
date.
Special maternity leave counts as
unpaid parental leave, so it reduces the
amount of unpaid parental leave to
which an employee is otherwise
entitled.To access special maternity
leave employees will need to provide
you with notice that they are taking
special maternity leave as soon as
practicable, setting out the period or
expected period of the leave.

You have the right to request
evidence of the illness or that the
pregnancy ended without the birth of a
living child.
Requests for flexible working
arrangements
If an employee who is a parent has
responsibility for the care of a child
who is under school age (or under 18
and has a disability) they may request
a change in working arrangements.
A change in working arrangements
(otherwise known as flexible working
arrangements) can include:
• Change in hours of work
• Changes in patterns of work
• Changes in location of work
The request must be in writing, set
out the details of what changes the
employee seeks and the reasons why.
Following the receipt of a request an
employer must give the employee a
written response within 21 days as to
why they are granting or refusing the
request.The request must only be
refused on reasonable business
grounds.
While the request may cause
inconvenience to the employer it may
be of the utmost importance to the
employee. And often employees will
bring an application before the Fair
Work Commission under the general
protections provision of the ACT or
claim discrimination, both of which are
costly in both time and money.
The Fair Work Ombudsman
considers that a reduction in the hours
of work, job sharing arrangements and
working from home are examples of
changed working arrangements.
For advice and assistance about
Parental Leave members can call
ASIAL’s Industrial Relations Advisor on
(02) 8425 4318 or email
ir@asial.com.au.

Note: The information provided above is for convenient reference only. ASIAL and Chris Delaney & Associates Pty Ltd provide this
information on the basis that it is not to be relied upon in any or all cases, as the circumstances in each matter are specific.
Accordingly, we provide this information for general reference only, but we advise you to take no action without prior reference to
an Employee Relations professional. ASIAL members can contact Chris Delaney by emailing ir@asial.com.au

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HOT PRODUCTS

Grade One Launches IP Monitoring
■ Grade One Monitoring > 1300 723 185
■ Email > info@grade1.com.au
■ Web > www.grade1.com.au
Changes in the telephony market have arrived and this may affect your
security monitored clients.
The gradual move by customers to voIP and other forms of digital
communications have had an effect on the monitoring centres ability to
receive alarm signals via the telephone line.
This gradual change is set to escalate as the NBN becomes a reality.
Grade One Monitoring has been at the forefront of GPRS technology,
introducing receivers for all of the major GPRS/3G systems.
Grade One is again leading the way with IP monitoring.
With the integrity of your clients’ security network paramount, Grade One
can now monitor, via IP Modules, direct IP signals utilising any current IP or
IP/GPRS interface system.

NEW!

ExacqVision Version 5.4 with
advanced Archiving
■ Central Security Distribution > 1300 319 499
■ Web > www.centralsd.com.au
The latest version of the exacqVision Video Management System
(VMS), Version 5.4 is now available. Version 5.4 makes significant
additions and improvements to the exacqVision VMS with the addition
of significant IP camera models and IP camera functionality, our first
phase of video archiving, simplified software updates, a new web
service and more.
Version 5.4 also introduces the first of three phases to archiving; the
search feature of exacqVision retrieves video from both the local video
server and a separate Search Archive drive seamlessly, with the results
displayed as if all of the video was originating from the same server.

Inner Range Integriti Security
Management System
■ For more information contact:
■ Web > www.centralsd.com.au
■ Web > www.innerrange.com
The INTEGRITI SECURITY MANAGEMENT SYSTEM is a new generation Integrated
Access Control, Security Alarm and Automation System by Inner Range. It is the result of
more than 20 years of continuous industry leadership and product development, and just
like its famous predecessor (the Concept 4000), Integriti sets new industry standards.
Inner Range are confident that Integriti has the capacity to offer solutions that have
previously been unachievable in today's exciting yet demanding technology environment.
Regardless of the specification, Integriti will tick the box at every level, including almost
every redundancy and disaster recovery strategy. Integriti is an enterprise level access
control and security solution that delivers a simple and easy to use management system
with capabilities and scalability that have previously been unthinkable.

40 //SECURITY INSIDER MAY 2013

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HOT PRODUCTS

UniGuard Real-Time loggers Innovative, Live Guard Tour System
■ ValuTronics > 1300 133 366
■ Email > sales@uniguard.com.au
■ Web > www.uniguard.com.au
UniGuard real-time loggers are an innovative, live guard tour system.
It enables guards to easily communicate with a control centre via contact or
non-contact reads of iButton/RFID tags.The loggers read and send data back
to the new UniGuard 12 system in real time by using GPRS data transmission.
UniGuard 12 is the best way to access your collected data in one powerful
and easy to use web based software application. It offers lightning fast
reporting, Real time tracking with Google maps, individual user accounts, alarms
and alerts sent direct to your email and much more.
This system is perfect for those who require a high end staff verification
system with minimal intervention by yourself or other staff.

In protecting a facility’s perimeter, two distinct challenges arise. Selecting the
appropriate sensor to address site requirements, and finding cost-effective, compatible
solutions when site characteristics or security level dictate layered protection.
Combining 40 years of perimeter detection experience with the latest in
integrated systems engineering, Southwest Microwave addresses these challenges
with its new-generation INTREPID™ Intelligent Sensors. Deploy any combination of
fence, buried and digital microwave solutions on a single network platform to protect
each portion of your perimeter with the optimal sensor for that location. For
unparalleled configuration and operating convenience, INTREPID™ employs a
common communications protocol, universal set-up software, scalable system
controllers and a broad input voltage range - eliminating the high cost and
complication traditionally associated with integrating multiple sensor technologies.